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Four U.S., Canadian and British organization formed a $5.3 million venture to develop ultrasonic tools for detecting stress corrosion in natural gas an liquid pipelines. The consortium includes the Gas Research Institute, British Gas plc, the Canadian Energy Pipeline Association, and PRC International. The new device will allow inspection of a wider range of gas pipelines. Field testing was expected to begin in 1998.

Conoco Global Power, Inc. and Western Resources' The Wing Group are among investors in a 160-megawatt (MW), natural gas-fired power plant in Columbia.

John L. Carter was elected to Tucson Electric Power Co.'s board of directors. He replaces J. Burgess Winter, who resigned. Carter recently retired as executive v.p. and CFO of Burr-Brown Corp.

Madison Gas and Electric Co. promoted Terry A. Hanson to v.p. and treasurer. Hanson, who joined the company in 1981, had been treasurer.

Connecticut Natural Gas Corp. promoted two executives and hired a third.

Former Defense Secretary Caspar W. Weinberger told a gathering of utility and renewable energy executives that he supports conservation efforts to reduce the risk of another major oil crisis, but that the government's role in renewables should be limited.

"I think you're not going to get more energy efficiency simply by spending more money," Weinberger said at the Seventh Annual Energy Efficiency Forum sponsored by the U.S. Energy Association and Johnson Controls in Washington, DC.

One popular model in electric utility restructuring assumes a fully competitive merchant segment providing retail energy services. These "retail energy service companies," or RESCOs, would offer services described as heating, cooling, ventilation, lighting, drive power, information, and communications.

The larger companies are winning more business. But how will

they fit into a restructured industry?

Put 45 energy service companies (ESCos) into a $1-billion market, and they easily average over $20 million each. That's almost four dozen companies exploiting a niche an eighth the size of the microprocessor industry.

So it's easy to understand why new ESCos, half with utility roots, enter the fray weekly.

The nonstop dialogue about retail wheeling, power brokers, PoolCos, and restructuring overlooks customers and their increasing thirst for value-added services. Aside from a few emphatic words by some industrial users, little has been said about customer expectations. This article offers a snapshot of the brave new world of energy service marketing (ESM). ESM will take the place of demand-side management (DSM) and electricity marketing, blending the best of both.

ESM is simple.